AvCon Worldwide is an aviation consulting firm based in London with subsidiaries in Hong Kong and Singapore. It provides services to airlines, including startup planning, personnel, regulatory compliance, aircraft financing, sales and marketing. The company aims to offer tailored solutions and one-stop service for clients' needs. It is led by Managing Director James Stewart Kim and other experienced aviation professionals. AvCon has worked on projects in various countries and been featured in aviation media.

1. AVCON WORLDWIDE
Brief Introduction
AvCon Worldwide (Holdings) Limited
London Hong Kong Singapore

2. About Us
AvCon Worldwide started its business as AvCon Worldwide Limited in 2006 then AvCon
Worldwide (Holdings) Limited incorporated in 2016 has taken over all the business rights of
AvCon Worldwide Limited. Currently AvCon Worldwide (Holdings) Limited has two
subsidiaries in Hong Kong and Singapore for dedicated aircraft transactions.
Do you need professional services that match your specific needs? At AvCon Worldwide
(Holdings) Limited in London, we find the right solutions to address your requirements. It is a
start-up airline project or something needed by an existing airline or even a private aircraft
owner.
We are a London-based aviation firm with subsidiaries in Hong Kong, Singapore along with
industry partners around the world that provide consultancy services and turnkey projects
for airline and aviation industry.
We have provided services for many clients including start-up airlines, existing operators and
other entities around the world. Veteran Industry experts teamed up together to offer the
best service covering all the aspects of the industry.
Take advantage of our vast experience and our professional and reliable approach. AvCon
Worldwide will help you develop the right strategy and arrangements to ensure the best
possible outcome.
Take a look at our advantages
• Cost effective - We are not a company with big overhead so our fees are competitive
and it will bring cost-effective results to our clients. In addition to our staff, we hire
specialists from time to time to fulfil our clients' needs.
• One stop solution - We cover all the aspects of the industry, therefore, we can offer
one-stop service. As long as the issue is related or within the industry, we would be
able to help.
• We may know your market - We have expertise with vast experience around the world.
We may know not only your market but also people, culture, and other elements to
offer you services tailored to your needs.
AvCon Worldwide consists of a team of competent, committed and experienced industry
experts from all around the world. Planning, operations, sales & marketing, ground handling,
in-flight services, IT, maintenance, airport operations, aircraft finance, aircraft lease,
regulatory issues and other parts of airline and aviation industry are fully covered to offer
one-stop service for our clients' needs.
If we don't have one you specifically need, we will hire one to meet your needs. That is our
spirit - if it is related to or within the industry we will be able to offer the services you need.

3. About Our Services
AvCon Worldwide offers professional and reliable services in the airline & aviation sector,
each of them tailored to suit your specific circumstances. It goes without saying that this
includes a detailed consultation. You can depend on our professional experience to find the
right solution for you.
• Start-up airline planning
1. Project planning
2. Route study
3. Aircraft recommendation
4. Financial forecast
5. Other components
• Personnel services
1. AOC (Air Operator’s Certificate) post holders
2. Management staff
3. Flight crew (pilots)
4. Engineers
5. Other specialists required by the client
• AOC application services
1. AOC application preparation and submission
2. Manual production
3. Other AOC application related procedure
• Restructure of existing airlines
• Merger and amalgamation of airlines
• Industry disputes resolution services
• Aircraft lease & finance – debt finance, sale & leaseback, EETC backed transactions,
JOLCO, export credit-backed transactions, state guarantee backed transactions and
other methods
• Airline finance
1. Start-up airline finance
2. Existing airline finance
• Aircraft trade – sale and purchase. Operational aircraft and aircraft for parts

4. • Aircraft parts covering engines, APU’s, landing gears and other components
• Regulatory issues, compliance related services for civil aviation authorities and
other aviation industry bodies
• Other services requested by the client including but not limited to logo, livery
design and decal services by our associated companies
• Aircraft asset management service is available for aircraft owners
• Airline Sales & Marketing
1. Interline
2. SPA (Special Prorate Agreement)
3. Other sales & marketing related services
4. Online reservation system and link with GDS
• Industry Dispute Resolution Services
• Private, Corporate Jet acquisition and VVIP jet completion service with operational
supports
We can provide tailor made solutions as per requirements of our clients.
Key Personnel
James Stewart Kim, Group Managing Director
Worked as an airline pilot for 9 years for airlines then moved to management positions,
aircraft lease finance sector, aviation consulting sector establishing AvCon Worldwide.
Travelled to 96 countries and involved in different forms of projects and works for airlines and
civil aviation authorities in Peru, Lithuania, Latvia, Estonia, Cuba, Cambodia, Pakistan, Ghana,
Laos, China, East Timor (Timo-Leste), etc. He is also working with financial institutions for
aircraft finance. He has been covered by not only aviation industry media but also mainstream
media such as Reuters and invited for not only aviation conferences but also some marine
industry conferences and provide speeches covering composite materials used for aircraft
which are also used for ships, yachts. He has worked on every single part of the airline
business, therefore, he is one of a few who can cover most of the aspects of the airline
business. Nearly 30 years of experience in total.

5. Robert Stevenson, Director of Aircraft Sale & Lease
Former airline pilot worked for Air UK, Flybe, Air Atlanta, XL Airways, Nordic cargo and also
worked as a freelance pilot before joining AvCon Worldwide. He has extensive type ratings
covering BAe 146, ATR 72, B747-200/300. He is in charge of aircraft sale and lease within
AvCon Worldwide, however, he can cover operational issues and he also holds airline
accountable manager certificate. He has extensive commercial and operational experice in air
cargo operations.
Alongot Pullsuk, VP South East Asia
Retired from VP of Thai Airways International flight operations, aviation resources and served
as line captain for 2 years. 10 years experience in air force combat flying. 27 years experience
in commercial flying. 25 years experience in aircraft operations technical. 10 years experience
in used aircraft trading. 10 years experience in fuel management. 4 years experience in
aviation biofuel development. 4 years experience in airline cost management. 4 years
experience in crew management. He is very talented in many different fields of the airline
business. He was the first Director-General of Civil Aviation Authority of Thailand (CAAT) when
it was transformed from Department of Civil Aviation (DCA). He is also the president of
Aviation Training Association of Thailand. He is also a frequent guest speaker at aviation
conferences.
James Stewart Kim Robert Stevenson Alongot Pullsuk
We have other industry experts at our disposal for the specific needs of our clients and
particulars of the personnel to be deployed shall be prior to deployment.

6. Media Coverages
(Please see the article under ‘Timor Air Coverts to Jet Operations’, Airliner World July 2012)

7. Timor Air inks partnership with jet carrier, CEO says
Timor Air (BF) has confirmed it signed a memorandum of understanding with a partner
carrier and is gearing up for jet operations.
May 16, 2012Linda Blachly | ATWOnline
Courtesy, Timor Air
Timor Air (BF) has confirmed it signed a memorandum of understanding with a partner
carrier and is gearing up for jet operations.
Newly appointed CEO James Stewart Kim, managing director of AvCon Worldwide Ltd.,
told ATW that the fledgling airline expects to start jet operations in “three to four
months time” after entering into an agreement with AvCon, a London-based aviation
consulting firm, to manage the business.

8. BF launched last July in a partnership with Vincent Aviation and had served the daily
Dili (DIL)-Darwin (DRW) route. Last week Australian media reported the carrier ceased
operations.
However, Kim told ATW that “on the same date” of the reports, “I was signing a deal
with a jet operator for a partnership deal to operate jet aircraft.” Kim declined to name
the operator “until we complete the regulatory process as per our agreement with our
partner carrier. It is a current scheduled carrier of another country,” he said in an email,
adding, “We actually planned to keep this jet operation news confidential for a while but
we have decided to release it as we do not want any more speculative rumors around.”
The carrier had one SAAB 340B in its fleet, operated by Vincent Aviation.
According to Kim, the Saab 340’s “slower cruising speed” and “limitation of luggage
allowance” made it difficult for the carrier to compete against Darwin-based Airnorth’s
Embraer E-170 on the DIL-DRW route.
“Timor Air appointed me as its CEO last month and I have completed a deal to operate
jet aircraft on Dili-Darwin route as well as other routes we are planning,” he told ATW.
According to a BF statement, initial planned routes will also include DIL-Perth using
larger aircraft, which will offer “up to 124 seats in a two-class configuration, including 12
business class seats.” BF said it is also planning to launch services to Denpasar and
Singapore.

9. 16th September 2013
Get real on asset valuations
Airlines must get real about asset valuations to avoid situations that both damage resale prospects
and create embarrassment.
Over one month since we ran a feature on the plight of Avcon Worldwide and the problems it is
having with an A340 transaction (MSN 775), again today we find ourselves coming back to the
story as it hits the front pages of the Thai press.
Cutting a long story short, Thai Airways agreed to sell A340-500 to Avcon, its board accepted the
deal, a $2.5m deposit was taken from Avcon Worldwide but the aircraft was never delivered. It
was not delivered because in the interim period Thai Airways sold off a 747 at market value that
was listed on the Thai Airways at a value that was in no way reasonable or correct. The airline had
overvalued the asset on the books and taken the advantages that doing so could bring over the
years. Problem here is this airline is public owned and thus the local press picked-up on the fact
that management at the airline had sold an asset of at well below its listed value.
This created a situation where the board of the airline had no choice but to withdraw its support
for the Avcon Worldwide A340 deal for fear of further claims of assets being sold off on the cheap.
Instead of the Thai board explaining to the local press the benefits of the valuation on the books
and the realities of the real market value at resale, it chose to back away from the Avcon
Worldwide deal, leaving Avcon Worldwide it a bit of a fix and $2.5m out of pocket.
So the reality of the situation is that the reputation of Thai Airways within the aviation industry is
going downhill fast. Avcon Worldwide has in the meantime got various options including taking
Emirates A340s and/or Air Canada A340s with Bristol Associates willing and able to assist Avcon
Worldwide will be willing and able to collect the deal with Avcon Worldwide if the Thai deal falls
through completely.
In a twist that heaps embarrassment on Thai Airways and the Thai government the local news
services have learned that the end customer for the A340s is none other than Saudi Prince Faisal

10. al-Saud, forcing a Thai Airways spokesperson to issue a statement saying that they had no idea
who the end user was.
The simple fact is that no one in this market here and now will offer much more than $20m for an
A340-500 unless perhaps it has just received a complete D check, overhaul and was ready to go or
indeed already converted into a VIP jet or freighter.
The fact is that the A340 500-600 currently has a small market and comparatively high operating
costs. And yet – Avcon Worldwide agreed to take all the Thai Airways A340s – Thai management
originally bit Avcon’s hand off for the deal. They know it is a good deal. The Thai board need to
trust their management on this one and get real, and, if I may say so, release their press office to
do the job they get paid to do and get out in the market and release a solid cover story for this
self-inflicted mess. Failure to do so will result in the A340s wasting away and becoming a total
loss. Once the Thai public realise that it is the Avcon deal or the like or nothing ever at all, then
logic will prevail at speed.
Of course this opens a wider issue of aircraft being overvalued on the books of airlines and lessors.
Lessors and most airlines will hope that they have the mandate to simply act in the best interests
of investors without a situation such as Thai, and they should be correct in that assumption.
However for state-owned airlines the situation will play out much like it has done with Thai. So
should remarketers/purchasers try to avoid these airlines when taking on 747s and A340s that are
without doubt universally overvalued on the books of airlines at this time? The answer might well
be yes and that in turn means airlines should re-value assets on the books ahead of remarketing
them to ensure that this situation does not happen again. This is what Thai should have done, it
should have let the deal go through and then inform the press that the valuation on the books was
an oversight. Thai needs to conclude this deal now, it is a good one.
Philip Tozer-Pennington philipt@aviationnews-online.com

11. WORLD NEWS
JANUARY 31, 2016 / 1:14 PM / 2 YEARS AGO
'State-of-the-art'
subterfuge: how Iran kept
flying under sanctions
Tim Hepher
7 M I N R E A D
•
•
TEHRAN (Reuters) - In December 2012, aircraft trader James Kim
received a letter from a company based in Cyprus offering to buy
four jetliners. It was brief and to the point.
An Iranian flag flutters in front of the International Atomic Energy Agency (IAEA) headquarters in
Vienna, Austria, January 15, 2016. REUTERS/Leonhard Foeger
The hitherto unknown firm was “ready, willing and able” to buy
four used Airbus A340 jets for which Kim was trying to broker a
sale.
“I talked to them and when I got the Letter of Intent with an
Iranian name, I informed them that a deal was not possible because of
sanctions,” Kim, managing director of British-based aircraft trading
company AvCon Worldwide, told Reuters.
The company that tried to buy them, registered in a Nicosia
apartment with two directors with names that sounded Iranian,
vanished from the radar, Kim said in a telephone interview.

12. The planes, for which there is little demand, remain with their Asian
owner but the suspected approach typifies a shadowy trade in
airplanes and parts that spanned the globe for decades.
Suspected front firms sought to trade in spare parts and even whole
aircraft, according to people involved in the trade and other experts
who mostly spoke on condition of anonymity.
“The Iranians would set up companies to try to do deals and then fold
them up. They didn’t stay around for long,” said Kim.
The methods used to evade sanctions mirror those used in other
countries that are or have been under international sanctions in recent
decades, such as South Africa, Cuba, Zimbabwe, Iraq and North
Korea.
After the lifting of nuclear-related sanctions on Jan. 16, Iran’s
aviation industry is coming out of the shadows.
With an order for 118 Airbus jets witnessed in Paris by President
Hassan Rouhani, Iran moved swiftly to exchange a collection of
vintage jets held together with smuggled parts for a new fleet capable
of taking on rival Gulf carriers.
SPONSORED
Like Cuba’s preserved 1950s automobiles, the aircraft they will
replace symbolize the ingenuity wrought by sanctions but also the
scale of the task needed to reconnect the economy.
“Our strategy until now has just been to survive,” Iranair chairman
Farhad Parvaresh said.
AIRLINE “MASTERMINDS”
At Tehran’s airport, rows of mothballed aircraft still sit with bright
orange covers on their engines, ready to give up their parts for other
old planes needing repairs.

13. Through constant patching, transplants from grounded donor jets
and discreet purchases, Iran’s fleet stayed aloft although with an
alarming safety record.
“It was state-of-the-art ‘Under the Table’,” Heydar Vatankhah,
deputy managing director for engineering and maintenance at Iran’s
Kish Air, said of the overall effort.
“Every airline has a mastermind on this,” he said.
Vatankhah spent 31 years helping to maintain an ancient fleet at
state-owned Iranair including the world’s oldest passenger 747, built
in 1976 before the majority of Iranians were born, according to
aviation consultancy CAPA, which organized an aviation summit in
Iran in January.
One Iranian airline official, who asked not to be identified, said he
had obtained a Western-built engine weeks after it left the factory by
passing it through three countries.
While Iran says it can manufacture parts, the preference was for
genuine components, but they came at a price.
“It’s simple. If this costs $10,000, I had to pay $70,000,” the
engineering chief of an Iranian airline said, waving a can of soda to
illustrate his point.
Others said they paid four or five times over the odds.
As they did so, the middlemen prospered.
“After decades of doing this you see a lot. Everyone takes their cut.
It’s a dirty business,” the engineering chief said.
As confidence grew, a smuggled jet flew directly to Tehran
Mehrabad airport, a former senior Iranian official said.
However, Iran’s covert resupply operation clashed increasingly with
foreign law and intelligence agencies.

14. The United States has targeted dozens of front companies suspected
by diplomats of links to Iran’s elite Revolutionary Guards, widely
seen as a beneficiary of the sanctions trade.
“They (the West) listened to our calls and read our emails; of course
we knew that,” said one airline employee.
“But we are commercial people, not military men,” he said, adding
the deals had been elusive but not always complicated.
“They know where the wall is, but not where the hole is,” he
added.
NEW AMBITIONS, NEW CHALLENGES
The United States last year imposed sanctions on two firms in Iraq
and the United Arab Emirates for helping Iran’s Mahan Air purchase
second-hand aircraft.
The airline, Iran’s largest, was blacklisted in 2011 for allegedly
ferrying operatives, arms and funds for the Revolutionary Guards’
overseas unit. It remains under sanctions.
Iran says it has been forced to use the black market to preserve safety
following fatal accidents and sanctions that prevented it from gaining
access to parts and manuals. The West says the sanctions were
effective in convincing Tehran to negotiate the recent deal on curbing
its nuclear activities.
“It was a great suffering for all of us, so we haven’t been able to
develop in this field,” lawmaker Mahdi Hashemi, head of the
parliament’s Development Commission, told the CAPA event.
Now, Iran’s plans to absorb 500 new aircraft in the next decade look
set to turn the well-worn system of improvised repairs and
clandestine purchases on its head.
As middlemen dissolve into the post-sanctions landscape, with many
of them expected to reinvent themselves as legitimate partners for

15. investors, the airlines must contend with foreign regulators and
insurers whose mindset is compliance.
The can-do mentality which kept Iran’s rotting fleet flying through
sanctions will be less welcome in future.
That means airlines must adapt to a forest of norms required by
manufacturers, investors, lenders, lessors and regulators, said Mark
Tierney, director of Crabtree Capital, which provides strategic advice
and transaction execution services for airlines, aircraft and engine-
leasing companies and financial institutions.
The problems of resuming normal operations do not end there.
A revolution in plane design has taken place while Iran was off the
market. While mastering every nut and bolt of the Boeing 747, its
engineers must get used to new types like the A350.
“The level of training and technology in airlines to be able to bring
those aircraft in and operate without problems doesn’t happen
overnight,” Dick Forsberg, strategy chief of leasing company
Avolon, told a panel of Iranian officials.
Even with sanctions lifted, airlines may struggle to get some
existing aircraft repaired while waiting for the new European jets, to
which Iran hopes to add over 100 Boeings.
Many are so riddled with contraband parts that they would be
unlikely to pass muster with repair shops, an engineer said.
In response, Airbus has agreed to help Tehran comply with foreign
regulators and to provide repairs and training: crucial steps as Iran
rebuilds its aviation industry from scratch.
Editing by Timothy Heritage

16. Ž IVILĖ ZALA GĖNAITĖ
on 10th
April 2018
How seasonality affects the aircraft leasing market?
Fueled by growing passenger numbers worldwide, commercial aviation industry is rapidly
expanding, presupposing a drastic rise of global airline fleet in the years to come.
Notwithstanding the potential, even this growth trend remains subject to inevitable year-
on-year fluctuations in the market due to seasonality. Just like airlines constantly
open and close new routes depending on seasonal passengers’ demand, the order
books of the biggest aircraft manufacturers and leasing firms also respond to the peaks
and lows in the industry. So when is the next window for aircraft lessors to ride the wave
of their ever-growing order books?
If we were to discount seasonality, we could assume that aircraft manufacturers and
lessors can secure an increasing flow of orders anytime, balancing their activities to meet
the industry’s growth trend. That is because aircraft selling and leasing business goes
hand-in-hand with rising air travel demand. Already, Airbus Global Market Forecast
predicts that 35,000 new aircraft will be needed globally over the next 20 years. Boeing
projects commercial jet fleet to double in size, requiring more than 41,000 new aircraft.
Similarly, Avolon’s World Fleet Forecast indicates up to 42,000 passenger aircraft will be
delivered by 2036. But is it that simple?
Businesses that understand the seasonality of their market can time their strategies to
coincide with the expected effects of seasonality. Wet leasing is a perfect example of how
the aviation industry is able to adjust to anticipated highs and lows in the market Wet
leasing companies (ACMI) offer airlines aircraft with crew in accordance to passenger
demand, in effect, mirroring the fluctuations of the seasons. “Increase demand for wet
lease happens during high season such as summer holiday season, Hajj period and so
on,” says James Stewart Kim, Group Managing Director of AvCon Worldwide, aviation
consulting and aircraft trade company. Kim emphasizes, however, that this example does
not apply for dry leasing (aircraft-only).
When it comes to sales and leases of aircraft only, other factors, such as maintenance
cycles, aircraft retirement and fleet replacement, come to the forefront. “The dry lease is

17. not affected by seasonal change. Impact of dry lease change happens usually [in] 12-year
cycle – most of the major carriers retire 12 years old aircraft as 12-year maintenance is
due,” Kim explains.
Although seasonal passenger travel habits do not directly affect timing when newly
brought or dry-leased planes enter airlines’ fleets, particular timing and events do play a
role as well. Take, for instance, the crucial spring-summer season, reaching its peak in
June, as acknowledged by lessors. “The number of purchases done are more or less the
same every month of the year, however, there are some spikes or lows during the year
that suggests seasons of the year have an impact for sales. For example – in our
experience the highest number of purchases are always done during June. And it goes
year by year,” says Tadas Goberis, CEO at AviaAM Leasing.
To illustrate this tendency by numbers, let’s take an order book of the leasing company
AerCap. In 2017, they reported leasing a total of 230 and selling 114 aircraft. During the
first quarter of the year, the company leased 69 and sold 25 planes. During the second
quarter the amount of sales increased – to 65 and 32 accordingly – before starting to
steadily decrease towards the end of the year (dropping to just over 40 leased and 28 sold
aircraft by 4th quarter).
A slightly different tendency is demonstrated by aircraft manufacturers. Boeing reports
adding a total of 1,024 orders to its books in 2017. In the U.S. manufacturer’s order book,
two months stand out in particular: of the 212 planes booked in the second quarter, the
vast majority (184) were ordered in June, topped only by the 265 aircraft ordered in
December.
Boeing’s order book reflects a prominent practice in aviation industry: large deals –
although pre-debated months and months in advance - are commonly announced during
major air shows. For instance, in 2017, the Paris Air Show took place in the ‘peak’ month
of June, while the Dubai Air Show – in November. During the latter, Boeing announced a

18. major deal with the UAE carrier Fly Dubai for 225 aircraft of the 737 MAX family – a deal
that is acknowledged in the order book in December as an order for 175 aircraft.
Boeing’s main rival Airbus, similarly, took advantage of the Dubai Air Show to boost its
end-of-the-year sales by revealing an even bigger deal. In its “largest ever single
announcement”, the French plane maker disclosed that Indigo Partners agreed to
purchase 430 A320neo family aircraft. To put it into perspective, Airbus reported a total of
1,109 orders in 2017.
That being said, not all events, nor specific timing, or even a sought-after region can
guarantee an upsurge in plane deals, just as the Singapore Air Show 2018 has
demonstrated. Asia Pacific is at the forefront of the aviation market expansion as it
is forecasted by IATA to constitute more than half of this growth in the next 20 years.
Despite of all that, this year’s biggest aviation show in Asia topped the headlines for being
“surprisingly low on deals”, an issue mainly attributed to lower oil prices, resulting in a
lessened need for airlines to keep stacking up on more fuel-efficient aircraft.
Therefore, the issue of seasonality affects aviation leasing market revealing different
patterns. Wet leasing industry is catching the waves in accordance to passenger demands,
responding to common trends. The industry-oriented dry leasing sector, however, might
see the peaks on the same time as its counterpart - wet leasing - but the trends respond
to divergent underwater currents, deriving from the industry itself.
NA, a Norwegean news media reporting a start-up airline project in Norway, mentioning
consulting service provided by AvCon Worldwide. Red highlighted in the article.
ARKIV
PUBLISERT:19 JANUAR 2016 11:56SIST OPPDATERT:19 JANUAR 2016 11:56
• Skrevet av Jonas Olsen
NAMSOS: Med det nye flyselskapet Jet Set Air Direct er planen til Bjerkenås å gi folk
mulighet til å komme seg kjapt fram og tilbake fra Oslo.
– Jeg var for en stund siden knyttet nært opp mot næringshagen i Namsos. Mens jeg
jobbet der fikk jeg et lite innblikk i problemantikken rundt flyplassene i både Namsos og
Rørvik. Da med tanke på at det innimellom kunne skje at flyet, på grunn av at det var
forsinket, fløy rett forbi Namsos og til Trondheim. Da har flere stått igjen i Namsos og
måtte ta taxi, bil eller buss til Værnes. Dette påfører næringslivet og andre reisende
utfordringer og unødvendige kostnader, mener Bjerkenås.
– Er det et marked for dette?
– Ja, det mener jeg absolutt. Vi vil sikte oss inn på nærings- livet som hovedkunde. Etter
det vi har regnet ut vil en rundtur fra Rørvik eller Namsos til Trondheim, så til Oslo og
tilbake igjen slik det er i dag, ta rundt sju timer. Planen vår er å klare tur-retur på to
timer, sier Bjerkenås.
Britiske partnere

19. – Finansiering av flyparken er på plass og kapital som dekker driftskostnadene de første
seks månedene er også under innhenting, legger han til.
– Hvor har du fått finansieringa fra?
– Jeg har fått en avtale med det britiske selskapet AvCon Worldwide, som har ansvaret
for dokumentene og kommunikasjon i forbindelse med flykjøp og kommunikasjonen
opp mot potensielle medeierne, forklarer Bjerkenås.
– De har tilbudt mitt firma at jeg kan gå eksklusivt gjennom dem, og da slipper jeg å
banke på dører for å skaffe investorer. Ulempen er da at jeg sitter litt i blinde. Av
forretningsmessige årsaker får jeg ikke helt innsyn i hva de gjør, men gjennom daglig
dialog og oversendte dokumenter til meg, er det et japansk syndikat/pensjonsfond som
går inn og skal finansiere kjøpet av to jetfly, sier Bjerkenås videre.
Han vil ikke gå ut riktig ennå med hvilken type fly det blir, men sier det vil være et fly
som kan bruke den lengden som det er på rullebanene i både Namsos og Rørvik i dag.
Dokumenter
Grynderen har jobbet i flere år med dette prosjektet, og nå gjenstår det kun ifølge han
selv utarbeidelse og ferdigstilling av alle de nødvendige dokumentene for å starte opp et
europeisk flyselskap samt få operatørlisens. Det er sendt inn en søknad om tilskudd fra
Regionalt næringsfond for å få inn de siste 250.000 kronene som trengs for å få
utarbeidet dokumentene. Han har også satt i gang en såkalt crowdfunding-aksjon for å
prøve ut en alternativ måte å få reist ytterligere 325.000 kroner. Men så langt har ikke
det gitt noen resultater
– Vi har mulighet for å få en flying start, der vi har alt å vinne og noe å tape på at vi
overholder fristene som er gitt. Da kan vi ha en mulighet til å delta i anbudsrunder for
ruter i Nord Norge 2017-2022. AvCon trenger fem til seks uker på arbeidet, så vi har
ingen tidsmarginer opp mot den Japanske finansinstitusjonen, sier Bjerkenås videre.
Han har også fått med seg det britiske flyselskapet Aeris Aviation som skal stå som
salgsrepresentant for flyparken.
Fordeler og ulemper
Verken flyplassjefen i Namsos eller i Rørvik har hørt noe om planene til Bjerkenås, men
de stiller seg positive til initiativet med å opprette et nytt flyselskap.
– Vi driver en åpen flyplass, og så lenge nye aktører har de nødvendige papirene og
lisensene, samt er godkjent fra luftfartsmyndighetene, er vi åpne for alle som vil lette og
lande herfra, sier flyplassjef i Namsos, Geir Tore Buvarp. Lederen i Luftfartsforum
Namdal, Per Olav Tyldum, kjenner heller ikke noe til prosjektet til Bjerkenås, men han
ser både fordeler og ulemper med det.

20. – Et pluss er jo at ei direkterute til Oslo vil være veldig aktuelt. Minuset er at det nye
tilbudet eventuelt vil trekke ut passasjerer fra det ordinære rutenettet, sier Tyldum.
– Jeg vet at det har vært snakk om noen som holder på med et prosjekt rundt dette, men
noe mer vet jeg ikke. Jeg har ingen formening om det, utover det at vi jobber for å drifte
flyplassen best mulig og at vi er åpne for alle aktører, sier flyplassjef i Rørvik, Jan Rune
Sæbø.
OTHER MEDIA COVERAGE WEB LINKS
https://www.aerotime.aero/zivile.zalagenaite/21276-opinion-opportunity-window-closes-
for-iranian-aviation-industry
https://centreforaviation.com/news/avcon-worldwide-dry-leasing-market-affected-by-12-
year-cycle-wet-leasing-market-more-seasonal-788165
https://www.eturbonews.com/114938/thai-airways-safety-log-may-destroy-airline-and-
tourism-industry
https://www.bangkokpost.com/news/politics/369740/thai-airways-international-backs-out-
of-agreed-airplane-sale-to-saudi-prince
http://www.orientaviation.com/articles/1243/thailand-disappoints-jcab
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